Sheue-Fang Song, Associate Professor and Library Dean of Tamkang University
淡江大學資訊與圖書館學系副教授兼圖書館館長 / 宋雪芳

At the beginning of 2020, Taiwan began to have confirmed cases of Covid-19. The library carried out a rolling contingency plan in accordance with the epidemic and school policies. As the epidemic continued to prolong, a trilogy of epidemic prevention contingency plans, epidemic prevention planning measures, and continuous operation plans was derived.

The changes made by the library during the epidemic can be divided into: the services provided by the library to readers, and the self-growth of librarians. In addition to maintaining basic reading and consulting services, we will use existing advantages to deepen the operation of U3 Alma cloud automation system; cooperate with the school to promote MS365, and make good use of tools to enhance the digital capabilities of librarians. From the initial passive response to active change, it has gone through a process of rooting, persistence and refinement.

Realized by the Covid-19 pandemic, libraries are facing digital transformation, the core of which is to empower employees, and reshape the value of customer relationships to seek innovation, and improve planning capabilities through the continuous accumulation of response experience, as a bargaining chip for facing future challenges.

2020年初，臺灣開始有Covid-19確診個案，圖書館配合疫情及學校政策進行滾動式的應變計畫，隨著疫情持續延長，衍生防疫應變計畫、防疫規劃措施、持續營運計畫三部曲。

圖書館在疫情期間做的改變，可區分為：圖書館對讀者提供的服務以及館員的自我成長。除了維持基本的閱覽、諮詢服務，利用既有的優勢，深化經營優三Alma雲端自動化系統；配合學校推動MS365，善用工具提升館員數位力。由最初的被動因應到主動改變，歷經扎根、持續、精進的過程。

由疫情體認到，圖書館面臨數位轉型，其核心在於賦能員工，並重塑顧客關係價值以從中尋求創新，透過不斷累積應變的經驗提升規劃力，以做為面臨未來挑戰的籌碼。